Good to Go PR Campaign
P
remiere
Communications
Table of Contents Executive Summary
1
Situation Analysis
PEST
3
SWOT
4
Target Audiences
5
Target Audience Profiles
6-7
Research
Research Techniques
9-10
Objectives, Strategies & Tactics
11-21
Execution
Flow Chart
23
Budget
24-25
Conclusion
26
P
remiere
Communications
Premiere Communications staff of innovative thinkers creates fresh ideas to get your company noticed within its targeted market and media. Premiere Communications strives to integrate public relations, media relations, and advertising throughout every aspect of a campaign to provide positive and effective results. Premiere Communications uses various techniques and approaches in research and design to make the most of your companies’ key visions. Premiere Communications a dedicated, reliable, and efficient group of individuals with the common goal of ensuring your companies success.
1
Executive Summary Good to Go ECOnvenience Center is a cutting edge carwash, automated merchandising company that has a strategic alliance with a major ethanol producer to provide an option for an environmentally friendly carwash and facility. Located in Grand Chute, WI in the greater Appleton region, Good to Go offers this suburban area an environmentally friendly option with a convenient location. “Because you’re on the go, we’re Good to Go,” is Premiere Communications Communications’ approach to conveying a message of green convenience where you need it the most. This messaging expresses the dual-approach of convenience and green business aspects of the business strategy. Premiere Communications’ tri-fold approach is designed to position Good to Go not only as a convenience store, but also as part of the community with both local and national awareness components. “Go Green to Get Green,” the theme for the Good to Go grand opening, calls attention to the convenience and affordability components of the company. The slogan encapsulates a duality important to Good to Go: being both environmentally and fiscally responsible. The continual community outreach plan emphasizes Good to Go’s position as a caring partner within the greater Grand Chute area and is indicative of the company’s investment in educating the Grand Chute residents about how to be environmentally friendly. This plan includes strategic sponsorships at events and workshops hosted by the Bubolz Nature Center and at Grand Chute town hall meetings. This plan highlights Good to Go as not only a local convenience store, but also as a part of the town. Good to Go is a leading, state-of-the-art green convenience store and one of the first of its kind to open in the Midwest. The company combines convenience and the green movement, and strives to educate others to act in a more environmentally friendly way without major lifestyle changes. The national website launch incorporates this important educational component by including “Talk to a Green Expert” in conjunction with the UW Extensions network, informational webisodes and links to other websites. Premiere Communications Communications’ plan highlights the most important aspect about Good to Go: the company’s simultaneous dedication to taking actions for convenient and affordable services and caring about the environment. Thank you for putting your trust in Premiere Communications Communications. Sincerely, Stacie Cwik Account Executive
Caitlin Andrews Community Affairs Coordinator
Brenda Campbell Media Relations Coordinator
Kristen Beat Research Coordinator
Shannon Brown Creative Strategist
Brianna Brilowski Creative Coordinator Becky Bisevac Media Relations Strategist
Situation Analysis
3
PEST Political
Economic
• LEED certification building rating system demonstrates that building is environmentally responsible, profitable, and a healthy place to live and work.
• The US is going through an economic crisis.People are afraid to spend and the stock market is struggling.
• The EPA creates standards and guidelines to enforce laws such as the Clean Air Act, Clean Water Act, and Energy Policy Act. • Grand Chute is working to make conscious efforts in the area of solar energy.
• Some people are buying more green products in an effort to become more environmentally friendly. • These people believe the pros of going green outweigh the cons of spending a bit more.
Social
Technology
• People are beginning to drive Hybrid cars, use canvas bags instead of plastic, and are beginning to be more conscious about building green.
• There are constant advances in technology.
• People are recycling more. • Good to Go uses recycled water, energy efficient lighting and sod roofing to harbor plants.
• Researchers and scientists have developed new ways to make things eco-friendly. • Good to Go is the nations first ecologically friendly convenience store with a car wash and alternative fuel station. • The AMS, car wash and eco-friendly rooftops are all fairly new technological advancements that help with the environment.
9 4
SWOT Strengths
Weaknesses
• Good to Go is building its facilities up to LEED certification standards.
• The building was supposed to open in May of 2007 and might not produce the same positive outcome due to the postponement of the opening.
• One of the only 24-hour convenience stores within the area provides convenience for those needing items at any hour of the day • Automated Merchandising System (AMS) to provide for easy and efficient shopping • Both unleaded and renewable fuels • State-of-the-art water conserving carwash • Ethanol production helps the local economy because of the large number of corn producing farmers. •
• Renew owns the gas pumps at the location, which might pose a working relationship problem for Good to Go when trying to work with Renew. • Without proper signage, there may be a branding and identification problem between the two businesses. • There is not an attendant present at all times inside of the convenience store in case something goes wrong.
Opportunities
Threats
• One of the only stations offering renewable fuels in the area, which allows them to become the main providers of fuel for those using it.
• There are many other gas stations and convenience stores in the area.
• People that use renewable fuels are more environmentally conscious so they will be more likely to use the car wash because it saves water. • The AMS is the third of its kind in the states and is likely to create a buzz to those in the area. • The design of the building with its glass widows allows for it to be well-lit and more appealing than places that are not during late night hours.
• A large number of these places, for example Citgo and BP, are also working on ways of helping the environment. • Consumers might believe the AMS will carry as fresh of products as places such as BP that offer gourmet sandwiches and fresh salads. • Only one person can operate the vending machine at a time. • The machine could be difficult for people that do not understand how to use it or those that are against using it when there is not an attendant present. • Ethanol has a negative connotation due to recent media. • Ethanol provides less gas mileage than unleaded fuels.
Target Audiences Grand Chute, WI is a 24.89 square mile town in Outagamie County, in the Appleton metro area. United States Census Bureau data from 2000 lists the town population as 18,392; approximately 49.8% male and 50.2% female. 2000 Census Bureau data also indicates that 94.3% of the population is Caucasian and that the average age of the Grand Chute community member is 36.45 years. 19% of the population is younger than 19, 15.6% ranges between 16-24, 31.2% ranges 25-44, 22.2% ranges 45-64 and 11.6% older than 65. The 2000 Census Bureau data shows that 29% of Grand Chute residents age 25 and older have a bachelor’s or advanced college degree. The local median yearly income for Grand Chute is listed in the data at $50,772. The national average yearly income in 2000 was $41,994. Out target audience will be two-pronged. We will target the Baby Boomer generation, born 1946-1964, which comprises nearly a quarter of the Grand Chute population. Additionally, our target market will include families raising children in the town of Grand Chute. This group makes up approximately a third of the population. According to a 2008 report from ICOM Information & Communications, an industry leader in targeted marketing powered by consumer data, “consumers over 55 years old are the most prolific users of green products in the United States.” ICOM conducted a household products survey in March and April 2008 with 6,036 people responding nationwide and their findings indicate that “both male and female groups 55 years and over reported above average usage of environmentally friendly home goods. Leading the way was the 55-59 year-old female demographic, who was more than twice as likely as the average consumer to use green products.” The study shows that this group has the time and money to be invested in the green movement and, contrary to conventional belief, Boomers are leading the movement. The same study indicates that “both male and female demographics aged 25-34 years old were among the ‘least likely to use’ when compared with the national average.” Among the reasons given for not using eco-conscious products were high prices and disbelief that the products were actually better for the environment. The implications of these results for our selected target audience are twofold. First, Good to Go will appeal to the large sector of the population already interested in “going green.” Second, as the ICOM Vice President of Marketing Peter Meyers said, “There is incredible interest brewing for sustainable products. The numbers…suggest untapped potential in prime younger consumer groups to engage them with eco-friendly products…The data suggests that targeting these groups with more calculated offers – such as at slightly more aggressive price points, appealing to their personal values or reinforcing the true benefits for the environment – could introduce green products to a new, promising consumer base. Keeping this in mind, Good to Go, with competitive pricing, a unique appeal to convenience, and an aggressive educational and outreach campaign will be among the first in the environmentally conscious market to break into this younger, family demographic.
5
Target Audience Profiles Meet Richard • Richard Harmon is a fifty-eight year old retired lawyer with his wife and three married children, Katrina, Kevin and Edward, plus two little grandchildren Ethan and Noah. His wife, Theresa, still works part-time as a librarian at the Appleton Public Library. As empty-nesters, Richard and Theresa spend a great deal of time with family members. Richard and Theresa also love to travel up to their cabin in Minoqua for weekends or go visit Katrina and Noah just outside of Chicago. To help combat gas prices, Richard just bought his first Fuel Efficient Vehicle (FFV). He also owns several other vehicles including his pride and joy- a mint condition 1970 Chevelle. • Richard spends a lot of his time with his grandson Ethan. He also tends to the yard and house as well as caring for his vehicles. Richard is constantly looking at community boards and the newspaper looking for fun weekend activities to do with Ethan. Richard has also rekindled his love for the outdoors. He recently joined the Bubolz Nature Center and loves taking his family there to enjoy being outside and being together. Theresa and Richard are also trying to stay in shape and be heart healthy by biking and hiking. • Richard spends the morning reading the Post Crescent and the Milwaukee Journal Sentinel. He also browses through the Capitol Times. In the evening, Richard enjoys making dinner with his wife and settling in for the night with a good book or watching reruns of Law and Order.
6
Target Audience Profiles Meet Laura • Laura Engelhardt is a contemporary 34 year-old working mother with a husband and two children, Kathleen and Tyler. Kathleen is a spunky 10 year-old who loves playing soccer and the piano. Tyler is a typical 8 year-old trouble-maker who loves to run around, wrestle, and play hockey and football. Laura is a 1st grade elementary school teacher. Her husband, Robert, is a clinical pharmacist in Appleton. With two busy kids and work, Laura has a chaotic schedule and spends a vast amount of her time in her Toyota Prius running “Mom’s Taxi” service from their house in Grand Chute. While driving, Laura tends to listen to her favorite light rock radio station 101.1 FM. With such a busy lifestyle, she values convenience and quick one-stop shops. • In Laura’s spare time, she enjoys entertaining family members with large summer barbeques and picnics. Both Laura and Robert are active in taking little steps to be green with LED lighting and rain barrels. Laura truly cares, but struggles to find convenient and affordable opportunities to be environmentally responsible. Laura and Robert both enjoy the outdoors especially biking, hiking and camping throughout the summer and fall. Laura wants to instill in her children the importance of being environmentally conscientious. • After dinner with her family, Laura usually reads the mail and watches her favorite TV programs. Laura always browses through the Post Crescent quickly in the morning, but spends more time on the weekends especially with the Sunday edition. Laura also spends a great deal of her time online and is active on a mommy-blogging site known as momslikeme.com for North-Eastern Wisconsin moms. Laura enjoys talking with fellow moms about parenting issues as well as the economy and politics.
7
Research
Research Techniques The research team used both secondary and primary research tactics to gauge the environment in which the Good to Go organization will be functioning. Relying both on quantitative and qualitative techniques allowed Premier Communications to gain insight that we feel will provide a sound base from which
Secondary • The team utilized Simmons Market Research National Consumer Surveys to conduct secondary research on the gas station and convenience industries and found that 61.25% of all consumers surveyed in 2004 use a combination gas and convenience store. Furthermore, 45-69 year olds are more likely to be members of environmentalist organizations rather than younger consumers. Members of environmental organizations are more likely to have Caucasian members who are college educated. Another key finding was that gasoline credit card usage is significantly higher amongst consumers aged 45-69. • In addition to Simmons data, the research team also garnered data from the U.S. Census Bureau to gain further perspective. • The research team conducted a media scan of publications that cater to the Grand Chute and Appleton region and monitored the clips regarding ethanol use, other biofuels and other environmental issues. In this way, the team concluded that, as of late, ethanol has a very heated community debate attached to it. The media is has been taking mostly a skeptical view of its usage as a sustainable fuel.
9
Research Techniques Primary The research team used a tri-fold approach to primary research consisting of a brief ethnographic study, a survey, and a focus group. Considering Good to Go’s aspirations of expansion, the focus group was held in Waukesha, Wisconsin, another potential suburban market adding a unique element to primary research. The focus group in Waukesha, consisted of participants that were in the selected target market age demographic. Probing questions were used to determine their beliefs about environmentally friendly products. From this, it was learned that there is a market in the baby-boomer age demographic that is willing to spend more for environmentally sound consumer products and food purchases. They are becoming eco-saavy and are on the up and up. The research team also found that young adults are interested in going green and are interested and willing to make life changes to become more eco-friendly. Other insights gained from focus group include: • • • • • • •
It takes effort to be environmentally friendly Many participants were confused by the idea of green building Once explained, many thought it was a good idea to start building green. More than 50% those interviewed own a SUV or van. Many said they are waiting to need a new car before considering purchasing an energy efficient car. 30% of the interviewees who own a SUV or van said they plan to always have a SUV or van because of their lifestyle and the size of their family. It takes effort to be environmentally friendly.
One Waukesha man, age 48, said, “It’s hard to be completely friendly to the environment. Half the time I don’t know what can be recycled and what can’t be.” In addition, the research team conducted a survey that was administered via direct mail to a convenience sample of individuals living in the Appleton region. The letters prompted the individuals to complete the survey online, cutting costs for the client. Around 30 people completed surveys informing which provided the team with local attitudes on the environment and the green movement. One key finding from the survey was that 68% of the respondents were not involved in environmental projects or activities. In this way it can be understood that the respondents care about the community, but most of them are not involved in active, environmental groups. They care about the environment, but might not have time to be actively involved in groups and organizations. Additional research from this survey may be found in the appendix. To really gain a well-rounded analysis of the marketing challenge at hand, three members of the team traveled to the Appleton, Grand Chute, and Little Chute, Wisconsin areas to conduct ethnographic research and speak with locals. These team members also went to visit the current Good to Go site to fully understand the atmosphere in which this business will function. One of the most important research findings of the ethnographic study was that many people patronizing the working Renew E85 station were unaware of what was being placed within the new building that is locked and closed. In the appendix you will find more information regarding the trip to Good to Go and further interactions with residents of Grand Chute, Wisconsin.
9 10
Objectives, Strategies &Tactics Including Rationale & Evaluation
Objectives, Strategies & Tactics Objective #1 Boost consumer awareness about the positive effects of renewable fuels by 30% within the first three months of the Good to Go store opening in Grand Chute
Strategy # 1
Create and launch an advertising campaign. An advertising campaign allows Good to Go to build brand awareness and an identity within the community by increasing visibility and securing a guaranteed consistent message.
Tactics #1 • Strategically design and place various forms of print advertisements for Good to Go in the Post Crescent with the purpose of building awareness and visibility within the community. Fourteen 30-column inch advertisements will run each day for the two weeks prior to the Grand Opening, April 5-19, 2009. Included in these advertisements will be the list of events happening at the grand opening, as well as the date and time for the event. The Post Crescent reaches approximately 320,000 residents in the Appleton/Grand Chute area, including over 41,000 households in Grand Chute alone. • Write radio spots to air on 93.5 FM, a local classic rock radio station with a mass appeal format that targets adults 25-49, and 101.1 FM, a Top-40 contemporary radio station that has a reach of 500,000 listeners, including adults over 21 with children under 18. • Since the target market spends a great deal of time in a car, radio advertisements make sense for gaining awareness and visibility for Good to Go. As a convenience store sharing a lot with a local fuel retailer, Renew, the on-site products are directly linked and in relation to driving. Radio spots will contain both branding messages and a reminder to attend the Grand Opening. • Design and place web advertisements. • Websites are becoming an increasingly important medium for awareness and visibility. Web advertisements will be placed on local, high-traffic, communication-orientated sites, such as the Postcrescent.com and other strategic websites, such as WTMJ 620 AM on their green business page, and on momslikeme.com (formerly wismoms.com). • By utilizing local, credible sources such as Postcrescent.com and WTMJ 620 AM, Good to Go will gain community recognition through tested vehicles. This will also allow for a consistent message and campaign. By placing advertisements in the newspaper, on the radio or online, Good to Go will gain frequency among its target consumers. The brand becomes more top-of-mind. • Momslikeme.com is an online forum for discussion utilized mainly by Northeastern Wisconsin moms who live primarily in Appleton and the Fox cities. The site expands beyond the area to include moms from Green Bay, Fond du Lac, Manitowoc and Sheboygan. Advertising on the site provides Good to Go a unique opportunity to generate conversation and promote green responsibility within the community and to emphasize their convenience-orientated design and environmentally responsible business model. Although targeting “mommy” bloggers is a relatively new strategy, according to Suzanne Rossi of Euro RSCG Worldwide, these women are huge web influencers as well as forces in their community. At her agency, it is becoming a focus of study in reaching companies’ “mommy” target market. Momslikeme.com, a national “mommy-blogging” website, is also beneficial because it is credible, yet has extremely localized components and hits the target market.
12
Objectives, Strategies & Tactics Strategy #2 Create and launch a public relations media campaign to raise awareness around the business and its assets by 20%.
Tactics #2 • Place opinion/editorials relating to ethanol, water conservation and LEED in key publications such as the Capitol Times, Milwaukee Journal Sentinel, Wisconsin State Journal and the Post Crescent. • Op-eds are essential in building trust and credibility within the community and the greater state of Wisconsin. These strategic placements would also raise awareness, encourage discussion and generate even more media stories. • Build media relations connections with local reporters in the above publications to place feature stories. • It is important for Good to Go to forge relationships with reporters on both the small business and environmental beats as these people could have a vast impact on its public image.
Strategy #3 Create and launch a web/online campaign to raise awareness of Good to Go and the green issues by 10% while providing an educational element.
Tactics #3 • Launch a website for Good to Go which will include information regarding business operations and will educate the public on the advantages of being green available by using Good to Go’s facilities. The website will not be overly complicated, but will include information about Good to Go including its mission, values, and policies. The website will also provide the opportunity to learn more about Good to Go in an educational section (more about this section in Objective 2, Strategy 1). Visitors to the site will also be able to find contact information and an on-line press room as well as links to community calendars.
13
Objectives, Strategies & Tactics Strategy #4 Hold a Grand Opening event to educate the public on how to use Good to Go’s machines as well as the benefits of choosing Good to Go while raising awareness by 25%.
Tactics #4 • Launch “Go Green to Get Green” campaign, where events held will draw both consumers and media. Planned events will include a speech and ribbon-cutting by the mayor or city chairman, information tables about Good to Go’s LEED certification and how the different features of the company are environmentally friendly, demonstrations of how the Shop24 works, a constant showing of an educational webisode on the water conservation of the car wash, crafts for children, giveaways including chances to enter a money booth, and provided refreshments and snacks. • “Go Green to Get Green” truly ties in the benefits of being green at a convenience store. The Grand Opening is designed to create a bridge in the consumer’s mind between being environmentally responsible and fiscally responsible. The Grand Opening should educate the consumer on the features of Good to Go while also learning why Good to Go is a green convenience store. The events of the day are designed to get the consumer to test out the products, such as Shop24 and the car wash. The event also provides the opportunity for consumers to get to know the Good to Go team members and how the company will aid the immediate community on its efforts to be more environmentally friendly. • April 25, 2009 was picked as the Grand Opening date because it immediately follows both Arbor Day and Earth Day. The day will begin at 9am, at which time the speakers from Good to Go, UW Extensions and the mayor or city chairman will arrive. During the time period from 9am-10am, the speakers and the mayor or city chairman will be reminded of Good to Go’s messaging, and will get a private showing of the webisode and demonstration of Shop24. At 10am, the first speech of the ribbon-cutting ceremony will begin. The speech will be approximately 15 minutes, and the second speech will begin around 10:15am. The second speaker will introduce the mayor, who will talk for approximately 15 minutes before cutting the ribbon at about 10:45am. The local media (specifically television and radio) will be invited to attend the speeches and ribbon-cutting ceremony with the mayor or city chairman. • After the ribbon is cut, customers will be invited to participate in the planned activities. There will be two tables set up with crafts for children, which will include flower-pot decorating and planting flower seeds in the decorated pots. Two college students will be responsible for overseeing the tables and activities. Inside the store, a Good to Go team member will be standing in front of the Shop24 explaining how it works and inviting customers to test it out. While the trial will not be free, there will be stickers on the back of items inside of Shop24 that designate different prizes. Prizes include a chance in the money booth, free car wash coupons, and reusable canvas bags with the Good to Go logo. Two rectangular tables will be set up outside the store where prizes can be claimed. A Good to Go team member and a college student will staff these tables. • The “Get Green” money booth will be set up on the side of the building by the empty lot and will be staffed by a Good to Go team member. This money booth truly drives home the idea that Good to Go is convenient and a fiscally smart decision that has environmental benefits. With the state of the economy, it has become increasingly more important to highlight “savings” to the public especially when green products tend to be associated with higher prices. Five lucky customers will get stickers that give them a chance in the money booth, which will be filled with $800 in one-dollar bills and 50 vouchers for free car washes. It is not anticipated that all the bills and vouchers will be caught. • The webisode will be set up near the car wash. A Good to Go team member will be staffed there to answer questions. Two college students will staff the refreshment/snack table on the opposite side of the prize table. The one remaining college student and other Good to Go team members will act as floaters and substitutes when other team members need a break or help depending on demand. These individuals will also be greeting consumers and answering questions. Activities are anticipated to end around 3pm. Clean-up should take two hours at the most.
14
Objectives, Strategies & Tactics Objective #2 Launch an educational campaign to educate 15% of the Grand Chute target audience(s) about the water conservation benefits of Good to Go’s car wash as compared to a typical car wash.
Strategy #1 Form strategic partnerships within the local/immediate community.
Tactics #1 • Create local connections and partnerships with various groups from the Heart of the Valley Chamber of Commerce, Fox River Chamber of Commerce and the respective Grand Chute and Appleton City Councils as well as with local groups already committed to environmental consciousness and preservation by sponsoring town hall meetings and events at the Bubloz Nature Preserve. • In order for Good to Go to become successful in the Appleton/Grand Chute area, it will be important for the Good to Go name and logo to be frequently present as a constant reminder. While visiting the Good to Go site and surrounding location in Grand Chute, the research team visited the Gordon Bubolz Nature Preserve. • The mission of the Bubolz Preserve is stated on the preserve’s website. “The Gordon Bubolz Nature Preserve provides educational and recreational opportunities to encourage persons of all ages to develop and practice a sound environmental ethic, which reflects an understanding and appreciation of nature.” • The preserve is a 775 acre independent, nonprofit wildlife preserve and nature education facility, located in Outagamie County, Wisconsin. Financial support comes solely from individual and corporate donations, memberships, grants and program fees. Visitors can enjoy walking or jogging on the rustic woodland and meadow trails in summer. A wide variety of wildlife may be spotted in the cedar swamp, pond, meadow or forest habitats. Cross-country ski trails are maintained in the winter. Snowshoe trails are open for snowshoeing and hiking. In total, there are 8.5 miles of trails open to the public. • Locals and visitors to the area are invited to visit the earth-sheltered nature center, see educational exhibits and talk with friendly staff. The preserve encourages visitors to take advantage of adult, family, and children’s workshops and programs, guided tours, and special events throughout the year. The nature of the preserve and its eco-conscious educational opportunities make it a great partner for Good to Go. • Each month, the preserve features workshops for children and adults designed to educate people about their environment and offer them the opportunity to explore it, engage with it, and learn to protect it. Occasionally, guest speakers are brought to the preserve. For instance, on Nov. 18th 2008, Jim Feyen, owner of the Siberian Outpost will be speaking on “The Sport of Dog Sledding.” The preserve also hosts seasonal festivities for families such as the Halloween themed “Romp the Swamp” and the upcoming “Solstice Celebration” (http://www.bubolzpreserve.org/)
15
Objectives, Strategies & Tactics Tactics #1 (Continued) • All of these events would be perfect opportunities for Good to Go to be present and participating. Options for involvement could be providing complimentary snacks and beverages for a speaker’s presentation with a large sign saying “Sponsored by Good to Go,” having an informational table at an educational event to discuss “Wisconsin’s only Green Convenience Store – Good to Go,” among other possibilities. • In addition to the green community, it is important that Good to Go get its name out to the community opinion leaders. According to the Town of Grand Chute’s website, the Town Planning Commission meets twice monthly on Tuesdays at 6:00 p.m. and the Town Board meets twice monthly on Tuesdays at 7:00 p.m. Both meetings are held at the same location and are open to the public (http://www.grandchute.net/). • It would be optimal for Good to Go to supply complimentary snacks and beverages accompanied with sponsorship signage at one of these meetings, every other month. This would be six meetings, yearly. In these ways, Good to Go would be getting the name and logo out to green leaders and community leaders on a frequent, convenient and effective basis. These opinion leaders have great influence within their community and have a broad base of connections. • An important part of getting Good to Go’s message out is to have the message in a tangible form that can be distributed as a leave-behind. The leave-behind will contain both the message and will be consistent with Good to Go’s environmentally responsible image. At each event, plantable bookmarks will accompany the sponsored snacks and beverages. These bookmarks are made on 100% post-consumer-use paper embedded with wildflower seeds. Upon planting, the seeds bloom into wildflowers with proper care. • Finally, the strategic placement of Good to Go’s name and logo within these types of organizations and leadership teams opens the doors for future partnerships and opportunities to take an increasingly prominent role in the community.
16
Objectives, Strategies & Tactics Strategy #2 Launch a national web strategy to educate the public about water conservation.
Tactics #2 • Dedicate a section of the website solely for educational purposes. • This section of the website would be instrumental to educating the public on the benefits of being green and showing potential consumers how to use the green facilities and equipment. Examples of potential webisodes could be an educational video on the water conservation in the car wash, why Good to Go is LEED certified or why the permeable cement in the parking lot is environmentally friendly. • Create a “Talk to a Green Expert” Q & A section on the website where people from the public can ask green experts from UW Extensions questions focused questions water conservation, ethanol/renewable fuels, LEED certification and operating a green business. • The purpose of the “Talk to a Green Expert” series would be a way to promote “green” understanding of the business practices and models of Good to Go. Good to Go team members would be responsible for acting as a liaison with these questions. Team members would select a handful of questions every month to ask volunteer green experts from the local UW Extensions, and then, in turn, post the answers on the “Talk to a Green Expert” website page. The partnership also builds relations between these organizations and key consumers. • “Talk to a Green Expert” or “Green Tips” could also be a continuous television message strategy as well. Once again, the series would place an emphasis on the simplicity of being green as well as the convenience factor. Local television stations like Fox tend to have extra long news segments in the morning that need soft segments to fill time for the show. Depending on the level of involvement desired, Good to Go could potentially host a short segment on “Green Tips” for the home by having a Good to Go representative speak about these issues or discuss other green issues like water conservation, renewable fuels and LEED certification. A less involved format could be looking into providing a written statement to the station which the station’s own anchors could read as a “tip of the week” with a “brought to you by Good to Go” message.
17
Objectives, Strategies & Tactics Objective #3 Propose and provide media training to ensure a consistent message.
Strategy #1 Propose a media training seminar on the importance of effective communication, branding with external audiences and three key message points.
Tactics #1 •
Create and administer a discussion among employees and corporate leaders on how to address media personnel and general consumers on the issues/benefits behind its assets. Good to Go team members must be prepared to address and engage with the media in interviews and other opportunities. Training will help them understand the media, brainstorm potential questions and teach them how to answer tricky questions. Media training should also make Good to Go more comfortable with interviews and have a higher success rate in communicating key messages. With the right message strategy, Good to Go could increase its consumer base, receive additional press and maintain a positive and responsible image in the greater Grand Chute and Appleton community.
• Supplement the aforementioned with a media kit for all leaders and brand ambassadors that includes corporate branding and media information. The media kit will serve as reinforcement to the media training seminar. The communication strategy will then always be available for Good to Go leaders. • Provide time for employees to reflect upon why they believe in the corporate business practices of Good to Go. Allow time to share, and to discuss what Good to Go’s all-encompassing mission could be. This tactic inspires discussion among leaders and helps form direction. It also gives leaders ideas on things to say during interviews. • Develop and implement the consistent corporate slogan, “Because you’re on the go, we’re Good to Go,” to keep Good to Go top of mind among its publics through usage in all external messages in media placements. A consistent corporate slogan is essential in building the Good to Go brand especially as the company expands to 150 stores. A consistent slogan is remembered among its publics and becomes a key message strategy.
18
Objectives, Strategies & Tactics Objective #4 Drive 50% of Renew’s consumer base into Good to Go to use the company’s products.
Strategy #1 Utilize product advertising and promotions in prominent on-site locations.
Tactics #1 • Interstate logo advertisements north-bound and south-bound on US-41, allowing for Good to Go to pick up interstate traffic from the surrounding areas. Having signage on the interstate will allow cars driving by to know that there is a convenience store less than half a mile from the interstate. Signage on the interstate also yields credibility and reliability because the Wisconsin Department of Transportation has minimum criteria a business must have in order to qualify for interstate signage. • Install plexi-glass poster size frames for advertisements inside the restroom area advertising Shop24 products. • These plexi-glass frames would be a one-time purchase which companies who produce products for sale in the machine would rent in order to advertise for their products.
Strategy #2 • Harness the mystery of what is associated with the current building to create buzz for the Grand Opening event. During the Grand Chute visit, researchers discovered that gas station visitors did not know what the building was going to be behind the gas station and in fact it was quite the mystery. Upon discussion, the planning team worked to harness this mystery and generate buzz in the community.
Tactic #2 • Create a pre-launch outdoor billboard advertisement on the billboard next to the Good to Go lot that incrementally peels away what Good to Go is each week. A billboard reaches the active target market and the incremental approach increases the suspense and would generate buzz throughout the community hopefully engaging the media along the way.
19
Objectives, Strategies & Tactics Objective #5 Propose a corporate social responsibility plan to enforce Good to Go’s mission and values while becoming responsible community members. A corporate social responsibility plan builds goodwill and creates a positive public image for Good to Go. It portrays Good to Go as a caring, active and responsible business within the community.
Strategy #1 Develop and implement a corporate social responsibility plan.
Tactics #1 • Much of Good to Go’s corporate responsibility plan will be met by educating community members about the importance of environmentally responsible actions and ways to reduce individual environmental impact by utilizing the services offered at Good to Go. Boosting awareness and community education will take place as outlined in the previous objectives. By staying active in the community’s efforts to educate its citizens on how to be green, Good to Go will continually reach out into the community and aid the community’s efforts to be green, thus positioning Good to Go as a part of the community and not just a convenience store. • Promote recycling through on-site efforts. Recycling and small on-site green initiatives fit in with the mission and build a better brand image.
20
Evaluations Objective #1 Evaluation •
The first objective can be evaluated numerous ways. Good to Go can look at its sales within the past three months to note if there has been an increase in renewable fuel sales as well as an increase in convenience store visitors.
• Online advertising can easily be gauged by doing a content analysis to the responses. Web advertisements, in general, can be measured through their click-through rates and website hits. The public relations campaign can be evaluated through outcomes and a content analysis of news clips. Finally, the advertising campaign can be measured through a survey to see if people have seen or heard of the Good to Go brand and its services within the past couple months. The survey would indicate the impact of the advertisements and see if Good to Go has achieved higher brand awareness among its target market. A direct mail piece would be sent out to a randomly generated list of Appleton/Grand Chute residents. Recipients of the letter would be invited to participate in an online Qualtrics survey which would automatically qualify them to win $300 from Good to Go. Recipients would take the letter they receive in the mail, go to the web address provided and, upon completing the survey, be automatically registered to win $300. This monetary incentive would drive a high participation in the survey. • The Grand Opening event can be measured through the outcomes of media placement and the number of people attending the event and learning about and using the facilities on the site. There will also be a comment box on-site for the first three months.
Objective #2 Evaluation • Objective 2 evaluation would be similar to the evaluation tactics for Objective 1. There are a plethora of resources available to measure the success and the outcomes of the campaign. Primarily, the bottom line of Good to Go could be looked at to see if there has been an increase in profits in relation to being involved in educating the Grand Chute community. Outcomes can also be measured through media hits and a content analysis of the news clips. Partnerships can be measured by both quantity and quality and their impact on Good to Go. Below is a personal partnership questionnaire for Good to Go leaders to determine if its partnerships have been effective. All of the educational events can be measured through attendance and comment/feedback forms after the events. Example of feedback forms are below. As previously discussed, web strategies can be evaluated through page views and the number of times the webisode has played and the comments/discussion surrounding the webisode.
Objective #3 Evaluation • Objective 3 would be personally evaluated by Good to Go leaders in the form of a survey to see if the development of a thorough message strategy and media training tips were effective, helpful in interviews and worth the leaders time. See the questionnaire below. The media training could also be evaluated by conducting a content analysis on the interview and counting the number of message points in each interview or segment.
Objective #4 Evaluation • The main evaluation method for Objective #4 will be sales and how many customers were drawn into the convenience store. Product sponsorships can be measured through the number of sponsorships obtained. Careful sales reports could be drawn to see if there is a direct relationship in sales and on-site advertisements.
Objective #5 Evaluation • A corporate social responsibility plan can also be evaluated through several analytical methods. First of all, it can be measured in the number of media hits and positive media impressions. The events can use a survey to measure their effectiveness as seen above. Lastly, corporate social responsibility can also increase the bottom line so the company needs to check sales results after the plan is implemented.
21
Execution
Flow Chart
23
Budget
24
Putat venit amcommodolor at. Dolorperatum vullamet non hendiatetue facing ea adit in esequat. Rilla feum vulla faci ero exero dignim nummy numsan estisse ndigna at praessed te do odolessi. It, core minciduis enis nim dolore tet ilit praessenim zzrit aliquam ing ea augue dit dolorem ipit iuscilis deliqua t tat at velessecte tin utpat nullan voluptat, sed dolorti ncipism odoluptat. Ut prat. Sit adiam incipsum veliquis aciduissed ex euguero et adigna aliquis numsand rercilisis augue modiamc onulla feummy nim qui ent nim delisim ver si exero ero dit dipit, commy nos nos nosto odiam nim venis nisisl ut
Budget
25
Putat venit amcommodolor at. Dolorperatum vullamet non hendiatetue facing ea adit in esequat. Rilla feum vulla faci ero exero dignim nummy numsan estisse ndigna at praessed te do odolessi. Premiere Communications’ integrated campaign, which blends traditional media It, core minciduis enis nim dolore techniques with long-range community outreach efforts, aims to meet the goals of a successful first ilit praessenim aliquam business openingtetfor Good tozzrit Go and ing to pave the way for future business openings by incorporating ea augue dit dolorem ipit iuscilis the fundamental components of convenience and “going green.� deliqua t tat at velessecte tin utpat nullan voluptat, sed dolorti ncipism We are proposing innovative solutions to reach our target by using community relations and national odoluptat. Ut prat. Sit adiam incipawareness as well as traditional advertising and public relations. We are confident that our campaign will sum veliquis aciduissed ex euguero help Good to Go accomplish its business objectives. et adigna aliquis numsand rercilisis augue modiamc onulla feummy nim qui ent nim delisim ver si exero ero dit dipit, commy nos nos nosto odiam nim venis nisisl ut
Conclusion
26
Works Cited (2000). Simmons National Consumer Survey. Retrieved September 18, 2008, from Simmons Market Research Bureau Web site: http://www.smrb.com (2000). Census 2000 Gateway. Retrieved September 18, 2008, from Your Gateway to Census 2000 Web site: http://www.census.gov/main/www/cen2000.html (2008). Town of Grand Chute. Retrieved September 19, 2008, from Welcome to Grand Chute Web site: http://www.grandchute.net/ (2008). Welcome to the Gordon Bubolz Nature Preserve. Retrieved October 21, 2008, from Gordon Bubolz Nature Preserve Web site: http://www.bubolzpreserve.org/ The Greenest Generation: ICOM Survey Reveals Older Demographics as Biggest Users of Green Products. ICOM, Retrieved September 18, 2008, from http://www.i-com.com/aboutus_news_detail.asp?pid=74
27